PMI-ACP Lesson 03 Nugget 1 Agile Planning, Monitoring and Adopting

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PMI® & ACP are the registered marks of Project Management Institute, Inc. Copyright 2014, Simplilearn, All rights reserved.
Agile Planning, Monitoring, and Adopting: Part 1
PMI®—Agile Certified Practitioner (PMI-ACP)®

● Identify the multiple levels of planning in Agile projects
● Explain the principle of timeboxing
● Explain MoSCoW prioritization
● Describe the steps involved in release planning
After completing
this lesson, you will
be able to:
Objectives

Multiple levels of planning in Agile projects are represented using a ‘planning onion’.
Multiple Levels of Planning
Iteration planning considers
the tasks that are needed to
transform a feature request
into working, tested software
This occurs at the start of
each iteration.
Product planning involves a
product owner looking ahead
beyond the immediate
release and planning for the
evolution of released system.
Portfolio planning involves
the selection of the products
that will best implement a
vision which is established
through an organization’s
strategic planning.
Strategy includes business
goals and roadmaps agreed
by the Executive Leadership.
Release planning considers
the deliverables and features
of each release that support
the Product plan.
Daily planning consists of the
Daily Scrum and work
activities.

Agile projects support the vision and goals of the product or portfolio that can extend for years.
Aligning Agile Projects to Programs and Portfolios
Releases are used to support
product roadmaps
Iterations and sprints
support releases
Themes and Epics are used to
support longer term vision of
Portfolio/Product Roadmaps
User stories define the
content of an iteration

A user story is a lightweight mechanism to
quickly capture requirements. It acts as an
agreement between customers and team
members to discuss detailed requirements
during an iteration.
User story provides a medium for the following:
● Gathering basic information about stories
● Recording high-level requirements
● Developing work estimates
● Defining acceptance tests
User Story

The three components (CCCs) of a user story are as follows:
User Story—Card, Conversation, and Confirmation
Card
An index card of about 4 X 6
inches in size on which a story is
written.
Conversation
User story should be the starting point
of a conversation between the team
and the product owner.
Confirmation
User story must provide acceptance
criteria for the story to help the team
understand the requirement.

The attributes of a user story can be represented using the following acronym:
User Story—Attributes
I
N
V
E
S
T
Valuable
Estimable
Small
Testable
Negotiable
Independent

Information that can be captured on a story card are as follows:
● Story identifier and name: A short name and unique identifier.
● Story description: A sentence or two that describes the feature in customer terms.
● Story type: C=customer domain, T=technology domain or others.
● Estimated work effort: The estimated work effort needed to deliver the story, including time for
requirements gathering, design, coding, testing, and documentation.
● Estimated Value Points: The relative Value Points for the user story.
● Requirements uncertainty (erratic, fluctuating, routine, stable): An "exploration factor" for a
specific story.
● Story dependencies: Dependencies that could influence implementation sequencing.
● Acceptance tests: Criteria the customer team will use to accept or reject the story.
Story Card Information

A sample user story card is given below:
User Story Card—Example
Color codes can be
used to identify
the type of story;
user story or
engineering story.
Card number is
used for tracking
purposes.
Story Points
reflect the
effort the card
has, relative to
other cards.
Simple estimates for
managing resourcing and
calibrating estimates.
Value Points reflect
the business value
of the card relative
to other cards.

Card Name No:_45_
Story Points:_3___ _______: Value Points
Initial Estimate (hrs):__6___ Actual (hrs):_______
Card Name No:_13_
Story Points:_5____ _______: Value Points
Initial Estimate (hrs):___8__ Actual (hrs):_______
Card Name No:_24_
Story Points:_3____ _______: Value Points
Initial Estimate (hrs):___5___ Actual (hrs):_______
Description “As a call center agent, I would want to see the
broadband connection type which the customer holds in the
CRM, so I can offer better options to choose.”
User Story—Examples
Description “As a Customer, I would want to get periodic
updates on the schedule of the booked flight, so I can plan
my travel to aerodrome accordingly.”
Description “As a frontline associate, I would want to
validate the credit worthiness of the customer online, so I
can provide overdraft limits.”

Theme is a set of related user stories that
can be combined and treated as a single
entity for either estimating or release
planning.
Epics are large user stories with lower
priority. They are too big to implement in
a single iteration and therefore they need
to be disaggregated into smaller user
stories at some point.
Theme and Epic

A travel company wants to launch its e-travel site with features that will enable a customer to
login and book bus, train, and flight tickets. Dicksen, the Product Owner, has written all the user
stories. He is facing the challenge of categorizing the following into themes and epics each.
Theme and Epic—Example
Customer
Registration
Login Activation
Customer Login
Landing Page
Payments
Searching for
flights on
specific routes
Selecting a
particular route
Booking
Single sign on to
both e-portal
and email-id

Theme and epic are explained in context of the example:
Theme and Epic Example—Explanation
Theme
Theme is a set of related user stories
that can be combined and treated as a
single entity for either estimating or
release planning.
Customer registration, login activation, customer login
landing page, search for flights on specific routes,
select a particular route, and booking are user stories
following a logical order. Hence it eases the planning and
estimation related to them.
Epic
Epics are large user stories. They are
too big to implement in a single
iteration and therefore they need to be
disaggregated into smaller user stories
at some point.
Payments and single sign on to both e-portal and email-id
are huge. They need to be further broken for detailing.
There are a number of channels like debit card, credit card,
and online payments. Without breaking the stories further
into finer details it is not possible to deliver them in a single
iteration.

Timeboxing is setting a fixed time limit to activities.
● It lets other characteristics, such as scope, vary.
● If something cannot be accomplished in a
timeboxed period, it is deferred to the next period.
● Timeboxing allows velocity to be determined
between iterations and sprints.
● Timeboxing is often applied to meetings like
Scrums, Sprint planning, Sprints and iterations.
Timeboxing

The best practices followed under the timeboxing technique are given below:
● Timebox can be of any duration, 1 year, 1 month, 1 day, 4 hours, or 15 minutes.
● Control is achieved at the lowest level of timeboxing.
● If a task is running behind the schedule, it is deferred to the next timebox.
● It fixes the length of the iteration and the team determines how much functionality can be
delivered in that fixed length of time.
Timeboxing—Best Practices

Following are the advantages of using timebox technique:
Advantages of Timeboxing
Timeboxing helps to focus attention on the job at hand for the specified period
of time.
Focus
Defining a fixed time period, and working diligently in a focused manner on the
identified task helps to work smarter and harder and get more work done. It
helps to get away with ‘Parkinson’s Law’ and ‘Student Syndrome’.
Increased
productivity
Defining a fixed time period helps in identifying how much work is done in the
specific time and reduces the idle time.
Realization of
time spent
It helps to be consciously aware of the time available to perform the task at
hand.Time available

It is important to continuously prioritize the backlog and this is called ‘pruning the backlog’. A
method to prioritize requirements popularized in the DSDM community is MoSCoW.
Prioritizing Requirements—MoSCoW
M – Must
S – Should
C – Could
W – Won’t

A release plan indicates how the team intends to achieve the product vision within the project
objectives and constraints identified in the project data sheet.
● A release plan helps the product owner and the team decide the time required to create or
develop a releasable product.
● A release plan conveys the expectations such as what is likely to be developed and in what
timeframe.
● A release plan serves as a guidepost toward which the project team can progress.
Release Plan

The flow of activities during a release plan can be represented as follows:
Steps in Planning a Release
Determine the
conditions of
satisfaction
Select the stories
and a release
date
Select an
iteration length
Estimate
velocity
Prioritize user
stories
Estimate the
user stories
Are the
expectations
met?
No
Yes
Release
plan ends
The team and product owner collaboratively explore the product owner’s conditions of satisfaction that
include scope, schedule, budget, and quality.!

The purpose of release planning is to define the contents of a release or a specific shippable product
increment.
Release Planning
Product Backlog
contains all user
stories, themes,
and epics.
User stories are allocated to iterations. Only the upcoming
iterations are defined in detail.
Product owner selects
the items from the
Backlog that meet the
goals of a release.
The final
iteration
becomes the
release and is
shipped to
users.

Quiz

QUIZ
a.
b.
c.
d.
Which of the following is a useful technique for pruning a backlog?
1
MoSCoW
DSDM
Brainstorming
Sprint review

QUIZ
a.
b.
c.
d.
Which of the following is a useful technique for pruning a backlog?
1
Answer: b.
Explanation: Must, Could, Should, Won’t is a technique developed in DSDM for prioritizing
requirements in a backlog.
MoSCoW
DSDM
Brainstorming
Sprint review

QUIZ
a.
b.
c.
d.
What do the three C’s stand for in user stories?
2
Card, Conversation, Classification
Card, Conversation, Confirmation
Card, Communication, Confirmation
Card, Classification, Conversation

QUIZ
a.
b.
c.
d.
What do the three C’s stand for in user stories?
2
Answer: c.
Explanation: Card, Conversation, Confirmation. The card is used to drive the conversation
from which the acceptance tests or Confirmation is determined.
Card, Conversation, Classification
Card, Conversation, Confirmation
Card, Communication, Confirmation
Card, Classification, Conversation

QUIZ
a.
b.
c.
d.
What kind of a user story is an Epic?
3
A very large user story with high priority
A very large user story with low priority
A user story that will have a significant positive effect on the project
A collection of user stories that are similar in nature

QUIZ
a.
b.
c.
d.
What kind of a user story is an Epic?
3
Answer: c.
Explanation: Epics are large user stories that have not yet been decomposed into smaller
parts as they are have lower priority.
A very large user story with high priority
A very large user story with low priority
A user story that will have a significant positive effect on the project
A collection of user stories that are similar in nature

QUIZ
a.
b.
c.
d.
Which of the following is not a benefit of timeboxing?
4
Realization of time spent
Increased productivity
Guaranteeing deliverables occur within the specified timeframe
Focus

QUIZ
a.
b.
c.
d.
Which of the following is not a benefit of timeboxing?
4
Answer: d.
Explanation: In timeboxing, deliverables that cannot be completed are deferred to the next
timeboxed period.
Realization of time spent
Increased productivity
Guaranteeing deliverables occur within the specified timeframe
Focus

QUIZ
a.
b.
c.
d.
Which of the following is not a characteristic of a user story?
5
Lightweight user requirements
Visual representation of a requirement
Typically a 4x6” index card
I: Independent, N: Negotiable, V: Valuable, E: Estimable, S: Small, T: Testable

QUIZ
a.
b.
c.
d.
Which of the following is not a characteristic of a user story?
5
Answer: c.
Explanation: A story board is a visual representation of a requirement.
Lightweight user requirements
Visual representation of a requirement
Typically a 4x6” index card
I: Independent, N: Negotiable, V: Valuable, E: Estimable, S: Small, T: Testable

● Planning onion is used to represent the multiple levels of planning in Agile
projects; day, iteration, release, product, portfolio, and strategy.
● User stories are lightweight mechanism used to capture requirements
effectively.
● Timeboxing technique defines the duration for each activity. Incomplete
activities are deferred to the next timeboxed period.
● While planning for a timeboxed iteration, ‘must’ requirements should be
prioritized followed by the ‘should’ and ‘could’ requirements (MoSCow).
● Release plan is an artifact used by the product owner to communicate with
the stakeholders on what they can expect from a given project.
Summary
Here is a quick
recap of what was
covered in this
lesson:

PMI-ACP Lesson 03 Nugget 1 Agile Planning, Monitoring and Adopting

PMI-ACP Lesson 03 Nugget 1 Agile Planning, Monitoring and Adopting

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